Boutique Civil Construction Design Australia (BCCDA) is a company based in Sydney that specialises in the civil construction design. The company has

SIMULATION PACK

Boutique Civil Construction Design Australia (BCCDA) is a company based in Sydney that specialises in the civil construction design. The company has been operational for four years.

The company employs the following staff:

Managing Director, Operations Manager, Administration Officer and Civil Engineers (4).

The companys vision as stated in its Strategic Plan is to provide excellent civil construction design solutions and superior customer service. Its values are listed as quality, innovation, leadership, respect and honesty and reliability.

Information relevant to completing Section 1 of Project Portfolio

The Operations Manager is responsible for the effective and efficient delivery of all services provided by the company. The Operations Manager has a lead role in supervising the small team of Engineers. The supervision aspect of the role is documented in the position description as follows:

Take personal responsibility for acting according to workplace values and directions.

Lead, motivate, support, mentor and manage the Civil Construction Design and Delivery team on an ongoing basis.

Communicate in. an effective, clear, and timely way at all times.

Ensure the ongoing professional development of all staff.

Provide appropriate support to staff, maintaining confidentiality at all times.

Develop work plans and direct the flow of work through the team

Organise and conduct staff and team meetings

Ensure that all staff are properly trained and developed in workplace procedures, products and services including all WHS requirements.

Manage staff performance and recruitment processes, including feedback, performance reviews and rewards in accordance with workplace procedures and best practice principles, including business improvement

Manage staff performance to agreed targets as required.

The Operations Manager must provide ongoing reports to the General Manager on team leadership, as well as revert on all strategic matters.

Information relevant to completing Section 2 of the Project Portfolio (Part A)

Review the following information. Boutique Civil Construction Design has decided to employ a Human Resource Support Officer due to expected growth in the company over the next few months, including setting up another office in Melbourne and more staff and contractors. It is considered that HR support will be very beneficial.

The Human Resource Support Officer appointed to the position has recently returned to the workforce after staying at home to raise her four young children for the past nine years. She has Iranian heritage and is a Muslim.

The Human Resource Support Officer requested that she perform some of the work from home to make school drop-off and pick-ups simpler. This has been agreed to as part of her terms and conditions. Essentially the Human Resources Support Officer will be able to have flexible work hours to limit the time she is at the office to school hours only. All other work may be completed at home.

Six months after the HR Support Officer was employed, the Operations Manager sought further feedback from all employees about their HR experience, in particular how they are able to relate to and interact with the officer. The survey results included:

Recruitment process rating (out of 5) Induction process rating (out of 5) Overall impression of the HR team (out of 5) Comments on workplace relationships with individual team members

Employee 1 4 3 3 The HR team is great, I loved working with the HR Support officer.

Employee 2 5 4 4 Great recruitment process, induction was fun.

Employee 3 4 3 3 Happy with the overall HR Support Officer performance. She went out of her way to get to know me personally. However, I sometimes struggle to understand what she is saying as she has an accent and speaks quite quickly.

The Operations Manager also had an informal catch-up discussion with the HR Support Officer to find out she was getting along and whether any workplace relationship difficulties were evident.

At the meeting, the HR Support Officer complained that the Administration Officer often made remarks about her clothing (burka) and would use negative facial expressions when referring to her working from home arrangements.

The Operations Manager was surprised by the HR Support Officers feelings of discrimination as all the feedback about the HR Support Officers performance had been very positive.

Following the discussion, the Operations Manager also spoke informally to the Administration Officer. The Administration Officer said her remarks about the HR Support Officers clothing were always positive and she denied making negative facial expressions about the working from home arrangements. It was noted at the meeting that the Administration did recently enquire about flexible working arrangements but was told that due to her role she must be in the office and from the hours of 9 am to 5 pm.

Information relevant to completing Section of the Project Portfolio (Part B)

After a period of time, the mentor was asked to provide a progress report on the mentoring relationship. See the email below:

Dear Operations Manager

As per our mentoring arrangement, I am writing to update you on progress.

We have now had three meetings and I have set activities for the Administration Officer to complete outside of the meetings. Weve then discussed these activities at subsequent meeting. I am satisfied that the Administration Officer is managing to overcome her personal/workplace barriers associated with cultural diversity i.e. developing cultural awareness skills.

Ive also informally spoken to the HR Officer about any changes in behaviour of the Administration Officer. She has advised that the Administration Officer had stopped making remarks about the burka, but still raises here eyebrows when she leaves the office for school pickup.

Based on this feedback, Ill discuss this with the Administration Officer at our next meeting and get her point of view. I will also see what further advice I could provide on non-verbal communication.

Thank you.

Mentor.

Staff Code of Conduct

Purpose

This code aims to guide the conduct of staff in the performance of their duties as an employee ofBCCDAandis intended to provide practical assistance for staff faced with ethical challenges.

Overview

All staff ofBCCDA areexpected to perform the duties associated with their positionskilfully, impartially and diligently in order to contribute to the efficient and economic achievement ofBCCDAs strategic goals.

Staff should be guided in their conduct by the principles established by this code. If there is any doubt as to the applicability of the code, or the appropriate course of action to be taken in certain circumstances, the matter should be discussed with a senior member of staff.

Code

Ethical principles

The fundamental ethical principles on which this code of conduct is based are:

respect for others

integrity

diligence

economy and efficiency.

Respect for others

All staff are expected to treat others, includingother staff and customers with fairness and respect. This involves:

courtesy and responsiveness in dealing with others

being sensitive to and respecting the rights and dignity of others

making reasonable, fair and consistent decisions

avoidingbehaviourwhich might reasonably be perceived as harassment, victimization or intimidation

avoiding discrimination on grounds such as age, race, sex, pregnancy, sexuality, ethnic background, nationality, disability, political conviction, religious belief, or other grounds covered by relevant legislation

allowing alternative points of view to be expressed and reasonably debated.

Integrity

AllBCCDAstaff have an obligation as a citizen and as an employee to observe the laws of the State and Commonwealth.

Staff are required to be familiar with and comply with, all relevantBCCDAs policies,procedures and codes of practices of theorganisation.

Conflicts of interest

Staff should be honest in performing theirrole andavoid conflicts between their private interests and those of their responsibilities toBCCDA.

Conflicts of interest may arise when a staff member is in a situation where personal circumstances are affected by the decisions or duties carried out in their role. A conflict may arise when any of the following are involved:

financial interests

personal or sexual relationships

personal beliefs

outside employment

political participation

use of confidential information

use of facilities, equipment and resources

acceptance of gifts or benefits.

All staff must act responsibly and report any actual or perceived conflicts of interest that arise as part of their role. If there is any question as to whether a conflict exists, staff must discuss the circumstances to management to determine whether a conflict exists.Appropriate strategies will be developed to manage any reported or perceived conflicts of interest.

Diligence

Staff are expected to carry out their duties in a professional, ethical and diligent manner at all times. This means staff must:

make decisions fairly, impartially and without bias, using the best information available

keep records and documentation to support their decisions

always aim to achieve the highest possible standard of performance

continuously develop their knowledge in their professional fields and areas of responsibility.Trainers and assessors must continue developing their vocational competencies to support continuous improvements in the delivery of the services provided byBCCDA

exercise best judgment in the interests ofBCCDA

maintain adequate documentation to support decisions made

ensure outside interests do not interfere with ability to meet the responsibilities of their role

adhere to professional codes of conduct and standards of ethics

act responsibly when becoming aware of any unethicalbehaviouror wrong doing by any other person. This may involve a report to a senior member of staff.

Economy and efficiency

Staff should useBCCDAresources, facilities and intellectual property only for legitimate purposes related to their role withBCCDA.

Staff should avoid waste or minimize it where avoidance is not possible.

Staff should maintain sufficient security and protection ofBCCDAproperty, facilities, resources and intellectual property.

Breach of the code

This code of conduct is designed to promote and enhance the ethical practice of staff. If any staff member is found to have breached this Code,BCCDAmay decide to take action against them. This may include disciplinary action for misconduct or serious misconduct. Any suchaction may result in sanctions imposed, including and up to, termination of employment.

Legislation

This code of conduct is informed by the following legislation with which all staff must comply.

Privacy Act 1988

Copyright Act 1968

Freedom of Information Act 1982

Work Health and Safety Act 2011

Disability Discrimination Act Education Standards 2005

Internal Communication Policy and Procedures

BCCDA aims to enhance and streamline communications (internal and external) to reinforce the vision and strategic priorities. As such, we will continue to develop and trial new communication platforms, channels, and tools to improve information sharing and collaboration between all staff members.

This policy is to be implemented in a way that ensures compliance with relevant legislative requirements and standards of best practice.

BCCDA expects that staff will use the channels and for business purposes only and comply with all relevant policies and procedures, the Code of Conduct.

Communication channels

BCCDA has a number of internal communication channels available, including:

Channel Purpose

Project, work or action plans All plans should be updated to show completion of each action/process or task.

Feedback Regular informal feedback should be given either via a conversation (in person or telephone) or via through review-comments on documents.

Staff bulletin This contains Information from the executive to staff which is important and relevant to their interests, including training, employment vacancies and important announcements.

Contributions for the Staff Bulletin must be approved in advance by the contributors relevant manager before being sent to the communications officer for review and inclusion.

Staff surveys These are used to gather information and feedback from all staff members. Surveys should be sent to staff via email link.

BCCDA intranet The intranet provides important information for staff in an easily accessible location.

The intranet is to be used for conveying information which is important and relevant from the executive team to staff. It is the responsibility of the person contributing the content to ensure the content is factually correct. All contributions must be approved in advance by the contributors relevant manager.

Enterprise social networks (e.g. Yammer, Facebook) These may be used by groups of staff to collaborate and communicate on projects online (e.g. to share and comment on work-related ideas, news and activities). Personal use of these platforms may not be used during work hours. Use of these networks must comply with the Social Media Policy.

Meetings and conversations The first option should always be a conversation (face-to-ace, telephone etc.). If the conversation includes importance, consequences, deadlines, negotiation, outcomes etc, they must be followed by a summary email or document.

Staff meetings are usually once a month. Team meetings may be once a week. Project meetings are according to the needs of the project. An agenda needs to be sent out prior to all meetings using the standard template. The agenda needs to go out at least 2 days prior to the meeting. All meetings shouldhaveminutesandbeprovided to participants within 2 days of the meeting

All Staff emails Emails are used for messages to and between staff. Staff are required to read all their work-related emails.

Email distribution lists Email distribution lists may only be used by the executive team and should adhere to the Privacy policy.

Electronic calendars The use of email and electronic calendars is essential for effective communication amongst staff. These tools are a simple and effective way to share information about projects, meetings, internal business/operations, etc. These tools also provide a record and may be considered formal documentation.

Notice boards and suggestion boxes Workplaces can have a noticeboard where messages are posted up for everyone. The notice board needs to be in a prominent place. All notices posted must be approved by the appropriate manager and will be posted for up to one month, unless it is an ongoing message.

Suggestion box: this is usually placed in the staff meeting room. Staff may add a suggestion at any time, which will be reviewed by the HR Manager and recorded in a Feedback register. The register will also indicate how the suggestion will be actioned.

Diversity Policy and Procedures

Diversity vision

Diversity management benefits individuals, teams, our company as a whole, and our customers. We recognise that each employee brings their own unique capabilities, experiences and characteristics to their work. We value such diversity at all levels of the company.

BCCDA believes in treating all people with respect and dignity. We strive to create and foster a supportive and understanding environment in which all individuals realise their maximum potential within the company, regardless of their differences.

We recognise the importance of reflecting the diversity of our customers and markets in our workforce. BCCDAs diversity encompasses differences in ethnicity, gender, language, age, sexual orientation, religion, socio-economic status, physical and mental ability, thinking styles, experience, and education.

Managing diversity makes us more creative, flexible, productive and competitive.

Recruitment

BCCDA recruits employees from many different cultural, linguistic and national backgrounds. This provides us with valuable knowledge for understanding our customers.

Career development and promotion

BCCDA rewards excellence and all employees are promoted on the basis of their performance. All managers are trained in managing diversity to ensure that employees are treated fairly and evaluated objectively.

Community programmes

We recognise that racism, ageism, sexism and other forms of discrimination are problems both for our organisation and society as a whole. BCCDA is committed to tackling cultural stereotypes both within and outside our organisation.

We have clear reporting procedures for any type of discrimination or harassment combined with follow-up procedures to prevent future incidents.

Diversity bodies

Our commitment to diversity is led by our diversity champions who come from all levels of the company, from top management to the shop floor. The diversity champions make up a diversity committee, which is responsible for ensuring that our diversity policy is articulated in the day to day running and the strategic direction of the company.

Diversity practices

All employees undergo diversity training. Diversity training encompasses raising awareness about issues surrounding diversity and developing diversity management skills.

BCCDA provides a safe and pleasant environment for our employees. We offer:

flexible working time arrangements

employee education assistance

employee network and support groups

open communications

childcare assistance

mentor programmes.

Conflict management and escalation Policy and Procedures

Purpose

Problems, misunderstandings and frustrations may arise in the workplace. BCCDA aims to be responsive to its employees and their concerns.

The purpose of this policy is to provide a quick, effective and consistently applied method for a nonsupervisory employee to present his or her concerns to management and have those concerns internally resolved.

An employee who is confronted with a problem may use the procedure described below to resolve or clarify his or her concerns and will not be subject to retaliation for filing a complaint under this policy.

Responsibilities

Managers must ensure that:

they identify, prevent and address potential problems before they become formal grievances

they are aware of, and are committed to, the principles of communicating and information sharing with their employees and volunteers

all decisions relating to employment practices are made with consideration given to the ramifications for the individual, as well as the organisation in general

any grievance is handled in the most appropriate manner at the earliest opportunity

all employees and volunteers are treated fairly and without fear of intimidation

Employees must ensure that they attempt to resolve any issues through their immediate supervisor and through internal processes at the earliest opportunity.

Before escalating the process, employees and managers should provide guidance, counselling, mentoring, coaching etc. to limit additional conflict or future problems.

All parties are to maintain complete confidentiality at all times.

Procedures

Step 1: Discussion with supervisor

Initially, employees should bring their concerns to their immediate supervisor. The two parties should discuss the matter openly and work together to achieve a desired outcome.

The Manager must ensure that the manner in which the meeting is conducted will be conducive to maintaining positive working relationships, and will provide a fair, objective and independent analysis of the situation.

The immediate supervisor should respond in writing to the concern within five days of the meeting held with the complainant employee.

Step 2: Written complaint and decision

If the discussion with the immediate supervisor does not resolve the problem (or if the supervisor does not respond to the complaint), the employee may submit a written complaint to the employees senior (e.g. General manager, CEO).

Take accurate and detailed notes of all conversations (including dates, people involved) and attach any supporting documentation.

Employees may request assistance with writing their complaints from the human resource (HR) department.

The employees senior should forward a copy of the complaint to the HR department.

The submission of the written complaint is due within five working days of the response from the supervisor and should include:

the problem and the date when the incident occurred.

the date when the employee met with the immediate supervisor

a copy of the immediate supervisors written response or a summary of his or her verbal response (If the supervisor provided no response, the complaint should state this.)

suggestions on ways to resolve the problem.

Upon receipt of the formal complaint, the senior manager must schedule a meeting with the employee within five working days to discuss the complaint.

Within approximately five working days after the discussion, the senior should issue a decision both in writing and orally to the employee filing the complaint.

Step 3: Appeal of decision

If the employee is dissatisfied with the decision of the senior, the employee may, within five working days, appeal this decision in writing to the HR department.

The HR department may call a meeting with the parties directly involved to facilitate a resolution

Step 4: Further action

If it cannot be resolved at senior management level, it may need to be referred to an independent body such as the Fair Work Commission.

Additional Guidance

BCCDA reserves the right to impose appropriate disciplinary action for any conduct it considers to be disruptive or inappropriate. The circumstances of each situation may differ, and the level of disciplinary action may also vary, depending on factors such as the nature of the offense, whether it is repeated, the employees work record and the impact.

WHS Policy and Procedures

Purpose

This policy applies to all workers at BCCDA.

To outline the necessary steps taken to ensure the continued safety of the work environment for all staff and others participating in any activities within the premises or under the employment of BCCDA.

All employees, as well as BCCDA as an employer, are responsible for ensuring a healthy and safe workplace.

Definitions

A hazard is any potentially dangerous situation within the work environment.

Incident means an event or circumstance that leads or could have lead - to unintended or unnecessary harm during a persons participation in work with BCCDA.

An injury is any incident that causes harm to a person during their participation in work activities with BCCDA.

WHS communication and consultation means sharing information, giving workers a reasonable opportunity to express views, and taking those views into account before making decisions on health and safety matters.

PCBU the principal duty holder under the Work Health and Safety Act 2011 (WHS Act) is a person conducting a business or undertaking (PCBU). This is BCCDA.

Officer Responsible officers are the CEO and Operations Manager. Officers ensure engagement and leadership by officers in WHS management. This supports sustainability and improvement in WHS performance.

Workers all staff must take reasonable care for their own health and safety and take reasonable care that their actions or omissions do not adversely affect the health and safety of others

Overview

BCCDA recognises the importance of providing a safe and healthy environment for staff, contractors and visitors during their participation in work.

BCCDA aspires for excellence in workplace health and safety and is committed to providing an environment which is free from risks and conducive to the productivity and efficiency needs of its staff and others.

Policy

1. Compliance with legislation

1.1 BCCDA meets the requirements of the Work Health and Safety Act 2011 and complies with all other relevant legislation, regulations, codes of practice, advisory and best practice standards as well as organisational policies and procedures.

2. Organisational responsibility and commitment

2.1 BCCDA is committed to:

Providing a safe and healthy environment for all staff and others during their participation in activities with BCCDA.

Implementing effective risk management systems that are relevant and suitable for the organisations scope of business; promote workplace health and safety at all times; and continuously improve performance in relation to health and safety.

Encouraging active participation, cooperation and consultation with all staff and others in the promotion and development of measures to improve health and safety.

Actively responding to, recording and investigating all incidents.

Maintaining relevant policies, procedures, training, codes of conduct and systems to support and communicate effective health and safety practices throughout the organisation.

Routinely conducting checks of the work environment to assess risks, identify hazards and identify areas for improvement.

Taking immediate response to reduce the risk of identified workplace hazards.

Providing appropriate induction, training, information and updates to staff on a regular basis about workplace health and safety.

3. Staff responsibility

3.1 All staff including managers have a responsibility to work safely; take all reasonable care for their own health and safety; and always consider the health and safety of others who may be affected by their actions.

3.2 When staff are undertaking work from home or at an off-site location, the staff member is responsible for ensuring the environment they enter into is free from risk and occupational health and safety hazards.

4. Reporting

4.1 All staff, and others are required to report any identified workplace hazards and associated risks as soon as they become aware of them.

4.2 All staff, and others are required to report any incident that causes harm to a person during their participation in work and/or training activities with BCCDA.

5. Records

5.1 Appropriate records of the organisations risk management strategy, workplace hazards and workplace injuries will be accurately maintained at all times.

Procedures

1. Workplace health and safety inspections

Steps Responsibility

1.1 Annual workplace inspections.

An Annual worksite inspection will be conducted using the Workplace Health & Safety Checklist. Operations Manager

1.2 Pre-operation workplace inspections

Where there is a change to a process or new or modified equipment is introduced, a workplace inspection will be conducted prior to the equipment being used or the process being implemented. Relevant manager

1.3 Regular workplace inspections

Managers and staff must conduct ongoing inspections as part of their job responsibilities. Such inspections identify hazardous conditions and either correct them immediately or report them for corrective action. The frequency of these inspections varies with the amount and conditions of equipment use. Daily checks by users assure that the equipment meets minimum acceptable safety requirements. 1.4 Home office inspections.

A pre-operation in section is to occur to check the home office environment. As at work, staff members must report any hazards identified in their work environment accordingly and record the outcomes on a Safety Hazard Control Plan.

These records are to be provided to the General Manager as completed. All staff

1.5 Control hazards

All hazards identified through any of the above inspections must be reported to the Operations Manager using the Workplace Hazard Report.

Appropriate actions must be taken to control any hazards identified.

Hazards and control mechanisms are to be recorded in the central Safety and Hazard Register for all identified hazards.

Risk ratings are to be added to the Risk Management Plan. 2. Identify and control hazards

Steps Responsibility

2.1 Identify and control hazards.

All staff have a responsibility to respond to hazards and perceived risks to health and safety.

Any staff member who identifies a potential or actual workplace hazard must report it immediately to the Operations Manager using the Workplace Hazard Report.

The Operations Manager will take appropriate actions to control the identified hazards in accordance with the Health and Safety Policy.

The Operations Manager will complete the Hazard Register for all identified hazards.

Hazards and their control mechanisms are to be recorded in the Workplace Injury Register.

Any risk ratings are to be added to the Risk Management Plan. All staff and Operations Manager

3. Workplace incidents

Steps Responsibility

3.1 Workplace incidents

If an incident occurs in the workplace any persons attending to the incident or witness to the incident are to fill in a Workplace Incident Form.

Where the incident involves an injury, the first person in attendance to a workplace injury should contact the First Aid Officer or emergency services in the case of a serious injury.

Workplace Injury Forms are to be provided to the Operations Manager who will use the records to gather accounts of the incident and use them as the basis of an investigation into the incident, if required.

All serious injuries will be reported to Worksafe. All staff

Operations Manager

4. Health and safety consultation and communication

Steps Responsibility

4.1 Health and safety consultation and communication will be carried out as follows:

Team meetings (where work health and safety is always an agenda item)

One off meetings to discuss health and safety issues arising

Briefing sessions on new health and safety requirements/information

Records of all meetings will be kept and action plans to address issues will be drawn up as required.

Follow up of actions to be taken will occur through regular team meetings Operations Manager

right1821180Student Assessment Tasks

RIILAT402E PROVIDE LEADERSHIP IN THE SUPERVISION OF DIVERSE WORK TEAMS

0Student Assessment Tasks

RIILAT402E PROVIDE LEADERSHIP IN THE SUPERVISION OF DIVERSE WORK TEAMS

contents

TOC h z t "RTO Works Heading 1,1" Introduction PAGEREF _Toc108175044 h 4Assessing Assessment Task 1: Knowledge questions PAGEREF _Toc108175045 h 5Assessment Task 1: Checklist PAGEREF _Toc108175046 h 10Assessment Task 2: Project Portfolio PAGEREF _Toc108175047 h 11Assessment Task 2: Checklist PAGEREF _Toc108175048 h 17Final results record PAGEREF _Toc108175049 h 21

IntroductionWelcome to the Student Assessment Tasks for RIILAT402E Provide leadership in the supervision of diverse work teams. These tasks have been designed to help you demonstrate the skills and knowledge that you have learnt during your course.

Please ensure that you read the instructions provided with these tasks carefully. You should also follow the advice provided in the Civil Construction Works Student User Guide. The Student User Guide provides important information for you relating to completing assessment successfully.

Assessment for this unit

For you to be assessed as competent, you must successfully complete two assessment tasks:

Assessment Task 1: Knowledge questions You must answer all questions correctly.

Assessment Task 2: Project You must work through a range of activities and complete a Project Portfolio.

Assessing Assessment Task 1: Knowledge questionsInformation for studentsKnowledge questions are designed to help you demonstrate the knowledge which you have acquired during the learning phase of this unit. Ensure that you:

review the advice to students regarding answering knowledge questions in the Civil Construction Works Student User Guide

comply with the due date for assessment which your assessor will provide

adhere with your RTOs submission guidelines

answer all questions completely and correctly

submit work which is original and, where necessary, properly referenced

submit a completed cover sheet with your work

avoid sharing your answers with other students.

ii

Assessment information

Information about how you should complete this assessment can be found in Appendix A of the Civil Construction Works Student User Guide. Refer to the appendix for information on:

where this task should be completed

the maximum time allowed for completing this assessment task

whether or not this task is open-book.

Note: You must complete and submit an assessment cover sheet with your work. A template is provided in Appendix C of the Student User Guide. However, if your RTO has provided you with an assessment cover sheet, please ensure that you use that.

Questions

Provide answers to all of the questions below:

List four facts about cultural diversity in Australia. Two of the facts should be historic and two should be current.

Explain the importance of an inclusive work environment.

Explain the concept of cultural identify and how it can affect interactions with others.

Explain the impact of colonisation on Indigenous Australians.

List four tips that can be used to overcome language barriers i.e., effective cross-cultural communication.

List three negative impacts of a dominant culture at work.

Complete the following table comparing Indigenous Australians to other Australians.

A common custom associated with Indigenous Australians. A common custom associated with other Australians. An example of a language of an Indigenous Australian. An example of another language that can be spoken by an Australian. An environment in which an Indigenous Australian may feel comfortable. An environment in which other Australians may feel comfortable. List three conditions/requirements that may be included in an employment contract/agreement.

List three mentoring methods/strategies.

List three practices that should be followed by a supervisor and that would meet ethical requirements/code of conduct requirements.

Explain why it is important to maintain confidentiality as a supervisor.

Explain the role of a performance review in developing skills, providing support and career opportunities.

List three ways that can be used to maintain positive working relationships within a team.

List three factors that can assist with positive team dynamics.

List three ways that a team leader can prevent workplace bullying.

1

Assessment Task 2: Project PortfolioInformation for students

In this task, you are required to demonstrate your skills and knowledge by working through a number of activities and completing and submitting a Project Portfolio.

You will need access to:

a suitable place to complete activities that replicates a civil construction design environment including a presentation space and computer and internet access

your learning resources and other information for reference

Project Portfolio template

Simulation Pack (if you need a case study).

Ensure that you:

review the advice to students regarding responding to written tasks in the Civil Construction Works Student User Guide

comply with the due date for assessment which your assessor will provide

adhere with your RTOs submission guidelines

answer all questions completely and correctly

submit work which is original and, where necessary, properly referenced

submit a completed cover sheet with your work

avoid sharing your answers with other students.

ii

Assessment information

Information about how you should complete this assessment can be found in Appendix A of the Civil Construction Works Student User Guide. Refer to the appendix for information on:

where this task should be completed

how your assessment should be submitted.

Note: You must complete and submit an assessment cover sheet with your work. A template is provided in Appendix B of the Student User Guide. However, if your RTO has provided you with an assessment cover sheet, please ensure that you use that.

Activities

Complete the following activities:

Carefully read the following:

This assessment task requires you to provide leadership in the supervision of diverse work teams on two occasions. You can complete Activity Step 2 based on the information in the Simulation Pack or based on your workplace role. If you are completing this based on your workplace role, you must be able to access a range of information and documentation including the scope of your role and the team you manage, as well as workplace policies and procedures that are relevant to the supervision of diverse work teams, for example, those addressing behaviour expected, diversity, and conflict management. Activity Steps 4 and 5 are to be completed by all students based on the Simulation Pack.

Vocational education and training is all about gaining and developing practical skills that are industry relevant and that can help you to succeed in your chosen career. For this reason, basing your project on real relationships with classmates or work colleagues will mean that you are applying your knowledge and skills in a relevant, practical and meaningful way!

You will be collecting evidence for this unit in a Project Portfolio. The steps you need to take are outlined below. Before you begin, complete page 4 of your Project Portfolio.

Preparation.

You are required to prepare to provide leadership in the supervision of diverse teams. This can be based on your own workplace role or the information in the Simulation Pack. You are required to document your role as team leader. This involves addressing all the questions in Section 1 of your Simulation Pack including:

Confirming your role as a team leader.

Identifying the policies and procedures (including performance management) and other documentation that apply to providing leadership in the supervision of diverse work teams.

Determining a range of requirements as relevant to supervising diverse work teams including:

Scope and boundaries of the supervisory role, including realistic expectations and conditions.

Benefits of diverse work teams and their support requirements

Benefits of mentoring in terms of the role of a team leader supervising diverse teams, as well as how a mentoring arrangement should operate.

Cultural factors that impact on diverse work teams.

The impact of potential conflict on work teams.

Diversity strategies that support the recruitment and selection of staff.

Work on Section 1 of your Project Portfolio.

When you have completed the steps above, you are required to develop a presentation about diversity to present to your team and management. This will draw on work that you have completed so far, and the presentation will be one of the occasions in which you will demonstrate that you can provide leadership in the supervision of diverse teams.

You are required to develop a diversity presentation that can be provided to a team (your assessor and fellow students). Your presentation is to address:

An overview of the role of a team leader in providing leadership in the supervision of diverse work teams as per the preparation work you completed.

Benefits of diverse work teams outline at least four.

Unconscious bias, examples and the impact of unconscious bias.

The importance of practising diversity in terms of avoiding allegations/complaints relating to harassment, discrimination and bullying.

Examples of work practices that acknowledge diversity at least three.

The importance of demonstrating empathy, respect, and collaboration and strategies to achieve this.

Diversity strategies that can be used for recruitment and selection include at least two.

Examples of networks that team members can draw on to assist with diversity issues.

Prepare your presentation in a format of your choice such as. PowerPoint for use in the next session. Your presentation will be for approximately 15 minutes and your assessor will advise you of the date and time.

Please note that at the presentation you will need to show that you can clearly and distinctively articulate diversity requirements and responsibilities and using language that your audience can understand. You must also be able to demonstrate that you can apply performance expectations as per the Code of Conduct. Choose at least two behaviours from your Code of Conduct and demonstrate these during your presentation. Make a note of these in your Portfolio so that your assessor can check that you have applied these.

After your presentation you are required to conduct a reflective practice activity with the team. The reflective practice activity should focus on allowing team members to reflect on what they do well in terms of diversity and what they feel are challenges. You should develop a series of simple questions that will promote discussion.

At the end of the meeting provide each team member with a personal development plan template and ask them to complete it and send it back to you within a specified time period. Review the personal development plans and then provide feedback in the form of an email to each team member.

Presentation.

You are now to provide your presentation to your team as per the instructions above.

During your presentation, your assessor will be looking to see that you have provided leadership in the supervision of diverse work teams.

Your assessor will also confirm that you:

clearly and distinctively articulated diversity requirements and responsibilities and using language that your audience can understand.

Applied at least two behaviours from the reflective activity.

Remember to provide your team with the personal development plan templates and ask them to complete them so that you can review and provide feedback. Give a timeline for completion.

ii

This can either be viewed in person by your assessor or you may like to video record the session for your assessor to watch later. Your assessor can provide you with more details at this step. Make sure you follow the instructions above and meet the timeframes allocated by your assessor.

Case study.

By completing this activity step and the one following, you will demonstrate that you can provide leadership to diverse teams on another occasion. You are to complete this step regardless of whether you are completing the project in your RTO or based on your workplace.

Review the situation in your Simulation Pack (information required to complete Section 2 of the Portfolio) and assume that as per workplace policy you are to report to management on the situation. Remember to also review the conflict resolution policy and code of conduct to inform your report.

You are required to report on the situation by answering all of the questions in your Portfolio that will address:

Exploring and reporting on the conflict, including assessing whether harassment, bullying and discrimination has occurred.

Identifying cultural differences that has led to this situation.

Using networks as a way of seeking advice

Providing feedback on what you consider is an appropriate solution to the conflict issue.

You will also explore values and beliefs around conflict in this section and how this might impact on a decision.

Work on Section 2 of your Portfolio.

Mentoring.

Assume that it has been decided that the best way to resolve the situation above is by you providing mentoring to the team member in question. You are required to draft two emails. One to the mentor you have deemed will be most appropriate to take on the mentoring role. In your email you are to negotiate expectations for and conditions of the mentoring agreement. In the email to the team member, you are to discuss the benefits of mentoring and outline the arrangements that will be put in place.

Once you have completed this section you are also then to assume that a period of time has passed, and you are now in a position to provide feedback on the arrangement. Review the information in your Simulation Pack and draft a feedback email to the team member in question.

The final part of your assessment requires you to share your ideas and suggestions for addressing challenges and barriers as relevant to supporting diverse work teams.

Complete Section 2 of your Portfolio.

Submit your completed Project Portfolio.

Make sure you have completed all sections of your Project Portfolio, answered all questions, provided enough detail as indicated and proofread for spelling and grammar as necessary.

Submit to your assessor for marking.

-6352065020Project Portfolio

RIILAT402E PROVIDE LEADERSHIP IN THE SUPERVISION OF DIVERSE WORK TEAMS

0Project Portfolio

RIILAT402E PROVIDE LEADERSHIP IN THE SUPERVISION OF DIVERSE WORK TEAMS

-10261603860056Provide leadership in the supervision of diverse work teams

00Provide leadership in the supervision of diverse work teams

contents

TOC h z t "RTO Works Heading 1,1" Section 1: Preparation PAGEREF _Toc108175619 h 5Section 2: Case study and mentoring PAGEREF _Toc108175620 h 12

Student name: Assessor: Date: Business this assessment is based on:

Section 1: PreparationComplete this section based on the Simulation Pack or your own workplace.

Provide a summary of your role and responsibilities as a leader of diverse work teams. This should be in your own words and reflect the position description, as well as company objectives.

List policies and procedures as relevant to providing leadership to diverse work teams. Briefly describe the purpose of each one.

The list of policies and procedures should also refer to the Code of Conduct and summarise key performance expectations (essentially the organisations cultural values) as per this Code. Provide an outline of the scope and boundaries of the supervisors role regarding employing and supervising diverse work teams. Outline three benefits of diverse work teams. Outline three possible support mechanisms that diverse work teams may need to perform at their best. List three benefits of mentoring. Outline inclusions in a typical mentoring agreement to ensure that relationships and conditions are clearly specified. Discuss how cultural factors can impact a team. Consider both positive and negative impacts.

Give examples of cultural factors to illustrate your answer. In your answer include an example of a network that could help you and your team to understand cultural factors and to apply suitable strategies to address these. Discuss how conflict or potential conflict can impact a team. Give examples of conflict situations to illustrate your answer. In your answer include an example of a network that could help you and your team to with conflict and to apply suitable strategies to address this. Outline two examples of strategies that can be used to gain diversity in recruiting and selecting staff. As per the instructions in assessment activity step 2.2 you are to develop a presentation to provide to your team. Include the title of your presentation here and attach it to your Portfolio.

Also include here:

notes on the two behaviours that you have chosen a Code of Conduct to demonstrate these during your presentation

questions that you will ask your team so as to conduct the reflective activity. Prepare at least three questions. As per the instruction in assessment activity 2.2, you are to complete a reflective practice activity. Develop a personal development plan template that your team members can use. Include the title of your document here and attach it to your Portfolio. Attach:

Presentation

Personal development template

Complete this section following your team presentation:

As per the instructions in assessment activity step 2.2 you conducted a reflective activity with your team. Attach completed personal development plans using the template from the Simulation Pack. In the sections below draft an email to each team member providing constructive feedback on their personal development plan. Add rows as needed depending on the number of team members at your presentation. Team member 1 email Team member 2 email Team member 3 email Attach:

Completed personal development plans

Section 2: Case study and mentoringComplete this section based on activity step 5=4 and use the information in your Simulation Pack (Part A) to develop the answers below.

Conflict

Provide a summary of the conflict that has occurred. Discuss whether you believe that the conflict situation involves harassment, bullying or discrimination and explain the reason for your answer. Cultural differences

Discuss the cultural differences that resulted in the conflict situation. Networks

Identify at least two networks you could use to assist you with resolving the conflict i.e., information/advice sources.

Explain how the networks have enabled you to resolve the issue above. Solution

Provide feedback on what you consider is an appropriate solution.

You should identify at least three possible solutions and ensure that you response shows what you consider is your preferred responses. Problem solving

Regarding the above activity, identify your own values and principles around conflict. Write down at least two values/principle that you have.

Consider different values/principles that another person may have around conflict and that contrast with yours. Write these down.

Explain how these contrasting points of view/beliefs/assumption could impact on a decision on conflict. Complete this section based on activity step 5 and use the information in your Simulation Pack (Part B) to develop the answers below:

Mentor

Develop an email to the person that you have identified as most suitable for the role (the mentor).

In the email outline the benefits of mentoring.

Assume that the mentor may need to be persuaded to take on the role so negotiate expectations and conditions of the mentoring agreement in a way that you believe that the person will be willing to take on the role. Your email should also address the changes in behaviour and outcomes that are required. Mentoree

Develop an email to the team member that needs mentoring. Discuss the benefits of mentoring and provide an outline of the arrangements that will be put in place for the mentoring role. Your email should also address the changes in behaviour and outcomes that required.

Complete this section using the information required to complete Section 2 of the Project Portfolio (Part B).

Mentoring arrangement feedback

Draft an email to the mentoree including your feedback as to how the arrangement is going based on the progress report provided by the mentor.

In your email, ensure you address the personal and workplace barriers that you believe have been overcome/still need to be overcome to ensure positive working relationships. Reflection

As a final part of this assessment task, you are to share your ideas on the challenges and barriers there are to supporting diverse work teams, as well as your ideas on how these can be overcome to improve individual and organisational outcomes.

Discuss at least two challenges/barriers and two ideas to address these.